Customer center

We are a boutique essay service, not a mass production custom writing factory. Let us create a perfect paper for you today!

Example research essay topic: Resistance To Change Order To Make - 1,788 words

NOTE: Free essay sample provided on this page should be used for references or sample purposes only. The sample essay is available to anyone, so any direct quoting without mentioning the source will be considered plagiarism by schools, colleges and universities that use plagiarism detection software. To get a completely brand-new, plagiarism-free essay, please use our essay writing service.
One click instant price quote

Somebody once said: The only one who likes change is a wet baby (Marriott, 1996, p. 30) We as human beings are always resistant to change if we are comfortable with surroundings and ourselves. We do not like to be challenged with change because of fear of the unknown. Resistance is a natural reaction to change. (Maurer, 1996, p. 75) In order to fully change an individuals style of thinking and working, we must understand the theory and techniques in order to break down the barrier of resistance. There are several reasons for resistance to change from employees. These reasons include fear of the unknown, threatening job security, bad timing, lack of resources, no personal gain, and fear of incompetence. Individuals that are resistant to change fear the unknown when they do not know how it will affect their lives, and the changes it will bring.

The perceived threat to job security is a factor that will cause resistance. People who think that change may cause them to lose their job will oppose it. Bad timing also plays a major role in the sense that temporary circumstances may suggest that change should be postponed. At many times corporations may be unsuccessful with change due to lack of resources. This includes skills, abilities, finances, knowledge, and staff needed to implement change. Employees may also be resistant because they have no perception of personal gain with the change.

People who think that change will not benefit them personally and fairly are certain to resist it. One of the most important resisters to change is fear of incompetence. Some people may fear they will not be able to handle new job requirements. (Grimaud, 1994) The real cause of reengineering failure is not the resistance to change itself but the inability of management to deal with it. Achieving change means responding to key factors including emotions like fear and anger which drives human beings behavior on jobs. Change is painful. When people are pushed to change, they push back.

All changes, no matter how beneficial they may seem, cost someone something. Resistance to change is natural and inevitable. Two thirds of reengineering efforts fail due to peoples reluctance to go along and buy managements own ineptitude and fear. In order for change to take place management must empower people and listen to their ideas. They must constantly communicate the companys goals and how they expect to achieve them. Management must also lead by example and be consistent.

People will usually believe what they see and not what they hear. It is simpler to grasp and even champion these notions than it is to actually act on them. Unless decision-makers are willing to acknowledge the full range of reaction to change, reengineering is an interesting theory and nothing more. Fisher, 1995) Although overcoming resistance is no easy task, recognizing the most common barriers to change can move things along. These barriers include: The element of surprise. People first reaction to change is often resistance.

Instead of surprising employees with change initiative, management should involve them in the planning process. This will transform surprises into forgone conclusions. (Armentrout, 1996) Fear of obsolescence. People will resist change that will make their skills and competencies obsolete. Implementing programs to retain workers for new jobs and helping them develop new skills will help management overcome this obstacle. The assurance will make employees more likely to support change. (Armentrout, 1996) If it aint broke, dont fix it is often the battle cry of those who resist change.

The fact of the matter is that many employees will not support a change until they clearly see the need for it. To combat this, start selling the benefits of a proposed change before you ask employees to implement it. When employees see the need for change themselves, they will come aboard. (Armentrout, 1996) A sense of insecurity. When asked to carry out a change effort, employees may be reluctant to try new ideas and opt for older methods. Acknowledging the fears that change can invoke and creating an environment that fosters and rewards innovation can help break this barrier. (Armentrout, 1996) Conflicts in personality. A clash of personalities can derail an intended change effort.

Change will often require employees to make new relationships with other workers. With these new alliances comes the potential for conflicts. One of two things can be done to avoid these conflicts. An informal meeting may be called where employees can air their differences or staffers can be counseled that professionals rise above personality differences to get Todays managers must visualize the future and engineer the changes to get there. There are certain steps that can be taken by managers in order to make change easier on the individual employee and gain his or her commitment. These principles for managing resistance to change from employees are as follows: 1.

PROVIDING RATIONALE Reasoning for change should be shared with employees. Taking the time to explain the change will benefit the company and aid in achieving the companys vision and values. The more that employees see that their intelligence is respected, the more open-minded they will be to change. 2. BE EMPATHETIC Employees need to know that management appreciates the difficulties such change will create. The effect of change on employees must be thought out and then some plan implemented to lessen the negative effects. 3. CLEAR COMMUNICATION Communicate all details and particulars as clear and comprehensive as possible, both verbally and in written form.

Explain in detail the specifics of the transitions that need to occur in order to make the change complete. 4. EXPLAIN THE BENEFITS Show how the change will benefit the employees. When the employees see the benefits, it becomes incentive for them to help implement the new way. Explain that the change will answer all questions regarding the old way. 5. IDENTIFY A CHAMPION When appropriate, identify a highly respected manager who will head the change effort. If the change is big enough, a Transistor Management Team may be established.

Others who may not be in management but are respected as leaders may be apart of this team. 6. OBTAIN INPUT Allow persons affected by change to offer their input and to express their needs. Show how their ideas have been incorporated. The more employees think they have a say in the change, the more support the change will have. Use employees as a resource. They will have a wealth of ideas that will help the change go smoothly.

Empowered employees are committed employees. 7. BE AWARE OF TIMING Make sure that the change does not interfere with any other happenings. For example, doing inventory in a retail store on the day after Thanksgiving. Most businesses have certain times during the year when change cannot be implemented.

These times should be avoided. 8. MAINTAIN JOB SECURITY Where feasible, employees job security should be maintained. If jobs must be eliminated, explain the process of how these decisions will be made. For example, seniority, performance, etc. The greatest enemy to change is fear. Employees fear must be diffused. 9.

PROVIDE TRAINING Training or retraining must be made available to those employees who will need new skills. Training will make employees feel competent and confident in a new way. The new skills will make employees more valuable to the organization and other firms. 10. PROCEED AT A MANAGEABLE PACE Employees require time to acclimate. If change is not rushed and is done at a manageable rate, it does not become threatening to employees. Very often the quickest diffuser of employees enthusiasm is when they feel overwhelmed by either too many changes or too quick of a change. 11.

TOP MANAGEMENT SUPPORT Top management must behave consistently in ways to support the change. Mixed messages can be fatal to a change effort. If top management says one thing but does another, the employees will regard the change as a joke. Employees focus on what top management does, and not what they say. 12. PUBLICIZE SUCCESSES AND MAKE MID-STREAM CONNECTIONS WHERE NEEDED If things are going well, publicize it. Nothing serves as a greater motivator as seeing progress.

Listen to what employees have to say. If employees feel that suggestions are not being considered, they will not offer anymore. Companies cannot afford to let a gold mine of information be forgotten. 13. PROVIDE SERVICES FOR EMPLOYEES Employee anxiety is one factor that will impede the success of a change effort. This anxiety can be managed by counseling, Employee Assistance Programs, or even early retirement. (Islam & Liebowitz, 1996) Implementing change is a proven approach that provides management with a systematic process of dealing with the issues critical to the achievement of business reengineering.

It helps to identify potential roadblocks to change efforts. It assists in evaluating and selecting the persons who will implement the change. It also uncovers possible causes of resistance from those who are modifying their behavior. It enables the change leaders to develop both basic and specific tactics to follow through with the change throughout the organization in a way that will create ownership and commitment. (Arendt, Landis, Russ Active Learning is an innovative educational methodology used to help people remove their fear, resentment, and resistance toward change by immersing them into the change process itself.

Active learning serves as a vehicle for workers to understand how new knowledge applies to them and their jobs. Role playing, brainstorming, cooperative learning, and critical analysis are techniques used in this innovative learning methodology. In traditional lecture-type methodology listening is the predominant means of acquiring instruction. By nature, human beings tend to become distracted and disinterested in this method.

Active learning results in an increased ability to understand, retain, and apply the subject matter to working environment. This methodology prompts creative thinking and perceiving a subject matter from a variety of different or new perspectives. Research suggests that these techniques should be adopted in manufacturing education to increase interest, understanding, retention, and application of instructional information. (Weitz, 1995) Resistance is an inevitable response to any change. People naturally rush to defend the status quo if they feel their security or status is threatened. Change is unnerving to most people, even positive change. If managers do not understand accept and make an effort to work with resistance, it can undermine even the most well intentioned and otherwise well-conceived changes.

There is no one strategy for dealing with resistance. Changes take place in todays workplace and require managers who have strong communication skills to build staff support and strong planning skills to make changes happen. Managers must also be flexible and adaptable, able to change their own management style and approach to work successfully with the end product of Bibliography:


Free research essays on topics related to: human beings, order to make, fear of the unknown, lack of resources, resistance to change

Research essay sample on Resistance To Change Order To Make

Writing service prices per page

  • $18.85 - in 14 days
  • $19.95 - in 3 days
  • $23.95 - within 48 hours
  • $26.95 - within 24 hours
  • $29.95 - within 12 hours
  • $34.95 - within 6 hours
  • $39.95 - within 3 hours
  • Calculate total price

Our guarantee

  • 100% money back guarantee
  • plagiarism-free authentic works
  • completely confidential service
  • timely revisions until completely satisfied
  • 24/7 customer support
  • payments protected by PayPal

Secure payment

With EssayChief you get

  • Strict plagiarism detection regulations
  • 300+ words per page
  • Times New Roman font 12 pts, double-spaced
  • FREE abstract, outline, bibliography
  • Money back guarantee for missed deadline
  • Round-the-clock customer support
  • Complete anonymity of all our clients
  • Custom essays
  • Writing service

EssayChief can handle your

  • essays, term papers
  • book and movie reports
  • Power Point presentations
  • annotated bibliographies
  • theses, dissertations
  • exam preparations
  • editing and proofreading of your texts
  • academic ghostwriting of any kind

Free essay samples

Browse essays by topic:

Stay with EssayChief! We offer 10% discount to all our return customers. Once you place your order you will receive an email with the password. You can use this password for unlimited period and you can share it with your friends!

Academic ghostwriting

About us

© 2002-2024 EssayChief.com